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A JOb Of A Cafeef Howarchitectsandinteriordesig

successfullyclimb today's czreer ladder By MarjannePearson,NancyCameronEgan and PaulWesleyNakazawa

Skill Sets and the Creation of Value

ANTED: The relationship be-


Architectural pro- tween the employer and
ject manager with employee mirrors the
IDEAS
l0 years'experience. NETWORKS one between the design
CAPABILITIES
Must have track creation of value for Employer
fum and its clients. To
record of delivering develop the sophisticated
"skill
complex projects on sets"that successfirl
time and on budget, design firms bring to
within or exceeding their increasingly de-
profitability guide- manding clients, firm
FUNDAMENTAL SKILL SET DEVELOPMENTAL SKILL SET
lines. In addition. Technical Competence Innovation & Productivity
leaders rely on the con-
must be able to de- Ability to Learn Knowledge & Expertise sortium of talents avail-
Flexibility/ Adaptability Collegiality/ Teamwork
velop and sustain Charactea
able through their own
Judgement
client relationships. Motivation .Commitment employees.As talent- and
Val u es Leade rsh i p
Position requires ex- knowledge-based organ-
cellent verbal and izations, design firms
graphic skills, strong evaluate an individual's
"skill
organizational skills creation of Value for IndividuaL set" in relationship
EMPLOYABILITY
and proven leader- SATISFACTION
to the needs of the firm,
"valud'
ship and people RElTARDS and then reward
management skills. through employment,
Employer offers ex- compensation and bene-
cellent compensa- fits, plus opportunity
tion/benefits package, @ 1997 Pearson, Egan, Nakagawa
for growth. By contrib-
opportunity for per- uting to the successof
sonal and professional an organization, an
recognition, and potential for substantial careergrowth, including fu- employee creates increased personal value in terms of rewards
ture equity ownership. dnd recognition, satisfaction and employability.
Does this sound like your job? When viewed from the bot-
tom rung, the career ladder for designersseemsto call for the Defining success: Do you really know what it meansfor you?
skills of an acrobat as well as those of an architect or interior "success"
The definition of varies for every firm and every
designer. Recent graduates may wonder if their course work professional in the design field. It could be recognition in the
was any preparation for today's interviews. Further, they may form of published projects or peer accolades;it might a part-
ask if they will be a multi-talented individual in 10 years-who nership or your name on the door; perhaps it's financial remu-
can assume a position of major responsibility, with its con- neration or control over your own assignments;and for some,
comitant opportunity. it is the simple satisfaction of a job well done.
Becoming a full-fledged professional takes more than what Whatever the definition, the most successfii peoplearethosewho
you can learn in school. Think for a moment about the constel- are able to leveragetheir talens and opportunities to createtheir own
lation of skills that makes a successful desigr professiond (see futures. For individuals, this processinvolves a long and steadypro-
Skill chart). Every employee brings a fundamental "skill seto to gression of personal development. For fums, it requires organua-
each assignment-technical competence, ability to learn, and tional growth and development.
flexibility'adaptability-+s well as personal character, motiva- So how can you becomea successfirldesignprofessional?While
tion, and core values. As individuals grow and devdop, they no one can guaranteea better careerin l0 easysteps,here are some
bring more to the job: productivity and innovation, knowledge proven suggestionsto get you a foothold on the ladder.
and increased skill, collegidity and teamwork, professiond . Define your owfl measulentents surcas. Articulate your
for
judgment, personal commitment and leadership. personal goals. Ensure that your career decisionsmatch up with

S"
august1997 G0tTttcI[n|lil
your personalvaluesand aspirations.Within a traditional fum the processto achieveobjectives,andbring peopleinto theprocess.
environmenttherearefour basiccareerpaths-design, technology, . Thinkglobally.Look at the changesthat areoccurringto your
managementand marketing-each with a variety of subsetsand fum and to your firmt primary markets.Look at economicand
detours(seePathschart). As an alternative,a careerin corporate demographictrends.Try to envisionwhatyou (andyour organiza-
facitties management,construction or program management, tion) will needto remaincompetitivein comingyears.
product sales,or teaching,might be more rewardingfor you. . Geta life.Seekopportunitiesto rechargeyour batteries.Spend
. Deliverthegoods.Yourbasicskills-the willingnessand ability time with friends and family. Go for a walk or a swim or a drive.
to learn,teamworkand interactiveskills,and corecompetencies- Giveyourselftheopportunity to be yourself.
are your assets.Own them, investin them, and usethem wisely.
Startby understandingyour specificrole andresponsibilities. What Evaluateyour options:Whyit doesn'tpay to be shy aboutit
is expectedofyou? Stayfocusedon yoru specificassignments, but Tiaditionally,it has been difficult for designprofessionalsto
seekopportunitiesto exceedexpectations. achievetheir frrll potential without changingfirms. And with the
. Reachoutfor reEonsibility.Offersolutions,not problems.Don't lessonsof the lastrecessionstill resonant,you shouldlook at all of
think of yourselfasjust an employee: Bea'partner" in the successof your long-rangeoptions,today and everyfew years.Createtools
your fum. Makecertainyou understandthe goalsand objectivesof that will helpyou seewhat the future holdsfor you.
your organization,and the degreeto which you canhelpyour firm's Trywriting a brief professional resume-not the onethat goes
leadersachievethem.Alwaysaskyourself,aswell asyour superiors, in everyproposal,but onethat focuseson who you are,what you
how you canprovidemoremeasurable valueto your firm. do, and what you want to do. Dont be shy.Craft a story about
. Knowwhat businasyou'rein.l,earn to think like a client.What yourself that includes the contribution that you can make in
aretheproblemsandconcemsof theyour clients'businesses? Listen termsof ideas,networks,and capabilities for the ongoingsuccess
to them,readtheir industryjoumals,and attendtheir tradeshows. ofyour firm/organization, andthe"rewards"that you areseeking
Understandthe goalsand objectivesof your firm's customers,how through your contribution. Articulate the outcome of your
they measuresuccess. Then act like an advisorand help them to endeavorsin quantifiablemeasures. But rememberthat numbers
achievethose goals. are less important than
. Nurture relationships. actual results.
Networking didnt die in the Traditional Career Paths Candidly review your
'80s;
it has evolved to a new personal goals and assess
"connecting"
form of that your progress.Be honest.
empowers individuals and Have you had the oppor-
firms. Establish reciprocal rela- tunrty to offer or develop
tionships to exchange ideas innovative ideas? Have
and solutions. Be willing to you developednew cirpa-
share your expertise and bilities? Are you continu-
knowledge. Look for people ing to advance in your
with whom you share com- career, or have you
mon values, and others who "stalled
out" for somerea-
will provide a diversity of ideas son? What opportunities
and experiences. are being offered to you?
. Stay ahead of the curve. Would you be more suc-
Develop the capacity for cessfulin a different role,
"peripheral
vision." Stay cur- or posibly in a different
rent with business trends that firm? Should you consid-
will affect your fum and your er a changein your cireer
firm's customers. Find out path? Should you consid-
what industry consultants are er a different type offirm
forecasting. Tiilk to your net- or business?Or is it time
working colleagues. Dedicate "bite
to the bullet" and go
yourself to continuous lbarn- out onyour own?
@ 1997 Pearson, Egan, Nakagawa
ing: Learn something new By developing sever-
every day. More importantly, al scenarios, you can
incorporate the best ideas you discover into your own "skill set." determinewhat you could gain from eachof your alternatives.
. Requestanil receive You have the ability and the responsibility to empoweryour
feedback Take the initiative to work with
your immediate supervisor or manager to develop a "personal" future careergrowth.Or asWayneGretskysays,"Youmissl00o/o
"How
business plan. (See Am I Doing?" Contract Daign, Augnst of the shotsyou don't take."Goodluck. Q
"check-ups."
1996.) Ask for periodic In addition, seek feedback
from your team members and others who can contribute observa- Marjanne Pearson,Nancy CameronEgan and Paul Wesley
tions and advice. Nakazawaare nationally recognizedmanagementadyisorswho
. Learn to give leadership.Tiue leaders have vision, clarity, per- havecreateda professional allinnce.Wth officesin SanFrancisco,
sistence, and courage. They understand the difference between Bostonand New Yorkrespedfuely, they specializein development
leadership and management-the ability to define a path, enable and realizationstrategies
for talent-drivenorganizations.

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GltTlttT!$ttt august1997

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